Locus of control,social support,stress, and adjustment in international transfers

This study examined the direct effects of locus of control and social support on stressors and adjustment, as well as the moderating effects of these variables on the relationship between stressors and adjustment, for a sample of American managers transferred to overseas positions in four Pacific Rim countries — Japan, Korea, Taiwan, and Hong Kong. Locus of control and social support had stronger direct effects on stressors than on adjustment. Mixed results were obtained concerning the moderating effects of locus of control and social support on the relationship between stressors and adjustment. Future theoretical and research implications are explored.     

Diaspora and trade facilitation: The case of ethnic Chinese in Australia

Using a sample of 135 Australian firms with operations in Greater China (Mainland China, Hong Kong, and Taiwan), this paper seeks to examine whether members of an ethnic diaspora can facilitate trade between Australia and their countries of origin. Specifically, it found that companies that are owned by immigrants and/or hired immigrants in key decision making positions (immigrant effect or IE, in short) were (a) more likely to resort to a higher resource commitment when entering into the target market; and (b) used more extensively in target markets where there are greater variations in customer behavior. There was no significant difference (a) in the deployment of immigrants between Australian firms operating in Mainland China vis-à-vis those in Hong Kong/Taiwan; (b) where there were variations in product life cycle stages between the home and target markets; (c) based on the length of operations in the target market; and (d) in performance between firms with IE and those without in the target markets. The influence of firm size, overall international business experience, variations in political-legal, economic, and competitive environments between the home and target markets, and industry type were also examined. The findings of the study with implications for theory and practice are discussed.     

Four tigers and the dragon: values differences,similarities, and consensus

This study examines the influence of economic and political factors that contribute to the convergence and/or divergence in value priorities of five East Asian societies—China, Hong Kong, Singapore, South Korea, and Taiwan. We find that political and social-economic factors influence the values orientations of managers within this region. However, economic development level is an insufficient explanation for values convergence without consideration of the societal context and cultural traditions in which that development occurred.

Brand Imitation: Do the Chinese Have Different Views?

Trademark infringement is a big problem for international brands in Asia, especially among the three Chinese societies — the PRC, Taiwan, and Hong Kong. An exploratory study of the perceptions and attitudes of these consumers regarding their acceptability and willingness to purchase brands which imitate the look of multinational brands was carried out. The results showed the Hong Kong Chinese to be more aware and loyal to multinational brands. The PRC nationals and Taiwanese generally had low awareness of which brands were originals and which were imitators. All respondents thought the manufacture of imitator brands to be unethical, but not the purchase of such brands. The major predictor of choosing an imitator brand was the respondent's ability to identify the original brand. The results from this study suggest marketers should educate their new consumers that they are the original brand or market leader in their product category.     

Pioneering advantages in manufacturing and service industries: empirical evidence from nine countries

Although one might expect differences between manufacturing and service firms in pioneering advantages, the extent of these differences has not yet been investigated. This is the first cross‐national study that compares such differences in nine countries/regions: the United States, the United Kingdom, Germany, Japan, China, Taiwan, Hong Kong, South Korea, and Singapore. We develop several hypotheses concerning the perceptions of managers of manufacturing firms and service firms regarding the benefits and post‐entry risks of pioneering, and the cost and differentiation advantages accruing to the pioneering firm. We test the hypotheses with data from 2,419 firms representing all nine countries and both industrial sectors. We find that: (1) managers from all countries perceive pioneering to be associated with higher market share and/or profitability; (2) manufacturing firm managers perceive pioneering risks to be significantly more important than do service firm managers; (3) cost and differentiation advantages of pioneering are, for the most part, more significant to manufacturing than to service firm managers; (4) Western manufacturing firm managers perceive the cost advantages to be more important than Asian Pacific manufacturing firm managers. We conclude by presenting the managerial implications of our findings. Copyright © 1999 John Wiley & Sons, Ltd.     

The role of the ideal organization in comparative management: A cross cultural perspective of Japan & Korea

It is popular to talk of the Confucian Work Ethic when explaining the successes of Japan, Korea, Taiwan, Hong Kong and Singapore. This is not an accurate impression. The authors of this article found significant differences in management practices — both actual and ideal — between Japan and South Korea.Professors Lane Kelley, Reginald Worthley and Harry Lie are from the College of Business Administration, University of Hawaii while Professor Arthur Whatley is from the College of Business Administration & Economics, New Mexico State University.     

非常时期的CIO使命

"2009年确实是一个非常时期。"中国银联股份有限公司董事、执行副总裁柴洪峰感叹说。银联在2009年肩负的任务是,在消费、内需和出口这拉动中国经济增长的三驾马车中,帮助提升消费在整体结构中的比例     

A conceptual review of human resource management research and practice in Taiwan with comparison to select economies in East Asia

Human resources are increasingly crucial to the growing economies of East Asia, which are striving to diversify economically toward higher value-added product-markets to continue their growth. Human resource management (HRM) in Taiwan, based on Confucianism and influenced by Western management research and practice, has been experiencing a major paradigm shift of sorts in recent years. With Taiwan’s rapid economic growth followed by its industrial and institutional transformation, HRM in the region has been developing to cope with the increasingly competitive and fast-changing business world. As such, this study reviews HRM’s development in Taiwan over the recent decades. The reviewed studies were gathered from work published from 1990 to 2016 appearing in the Social Sciences Citation Index or Taiwan Social Sciences Citation Index Chinese journals. A detailed discussion of HRM development in Taiwan is made, along with a summarizing scheme and some comparison to HRM in other select economies in East Asia, including those of Mainland China and Hong Kong which share the same cultural lineage and values.     

The development of information infrastructure in Hong Kong

Given its geographical advantage and economic integration with mainland China, Hong Kong has naturally become a major communications centre in the Asia-Pacific region. A growing number of international telecommunications and broadcasting companies are establishing business relations with Hong Kong. Hong Kong has also become the first place in the world to launch video-on-demand service. Although these companies are equipped with new technology, their developments have been impeded by the policy inertia of the Hong Kong Government. The objectives of this paper are to highlight some of the regulatory issues posed by the new technology and to make policy recommendations for the removal of the structural barriers impeding Hong Kong’s information infrastructure development.     

Industrialization and Values Evolution: The Case of Hong Kong and Guangzhou, China

This field study evaluated the convergence, divergence, crossvergence, and multi-crossvergence perspectives of value system evolution in industrializing regions. Value differences were identified among graduating business university students in the People's Republic of China, Hong Kong, and the United States. Specific value dimensions in this study reflected the primary influence of either industrialization or regional culture. Thus, our overall results suggest that both industrialization and culture influence the combination of values held in Hong Kong. This finding could be interpreted as supporting the crossvergence perspective of value system evolution. A more precise interpretation, however, is that some value dimensions converge with increasing industrialization, while others remain divergent.     

香港新一轮经济转型及其对深圳经济的影响

1997年香港回归后，由于亚洲金融风暴的冲击，香港经济面临严峻挑战，开始逐渐加快了经济转型步伐和新一轮的产业结构调整，并在以下方面取得了大的突破：一是以积极发展创新科技产业为经济培育新的增长点，二是一些传统服务业逐步衰退或逐步向外转移，专业服务业，高科技服务业以及社区服务业等迅速发展，由于香港经济的发展及其不断辐射可推动深圳经济持续的发展和壮大，因此香港经济的复苏及转型将为深圳经济带来新的商机。     

The Resource Dependence, Service and Control Functions of Boards of Directors in Hong Kong and Taiwanese Firms

Since the Asian financial crisis of the late 1990's, there have been numerous calls for the reform of East Asian corporate governance. Without reform, fears abound that the crisis will return. However, a baseline understanding of corporate governance in East Asia needs to be established before reform efforts can begin. In the West, three major functions of boards are commonly recognized: resource dependence, service, and control. These functions have yet to be examined in the context of boards of directors of Overseas Chinese firms in East Asia. In this exploratory study, we examine the extent to which these functions are performed, primarily by outside board members, in Overseas Chinese firms in Hong Kong and Taiwan. We find that the service and control functions are less pronounced for East Asian boards than what would be expected in the West, while the resource dependence function is more pronounced. We also findthat the governance of the region is being moved closer to international practices by a new generation of leaders that have been exposed to Western influences and intense global competition. The implications of our findings for managers, educators, and researchers are discussed.     

Pioneering Advantage in New Service Development: A Multi-Country Study of Managerial Perceptions

Pioneering advantage in manufacturing firms has received much attention in the management and marketing literature. Few research studies, however, have been conducted to investigate the pioneering advantages and disadvantages involved in new service development, especially across several geographic regions. We build a theoretical framework of pioneering advantage in service industries based on the distinguishing characteristics of services. From this framework, we develop a set of testable propositions about the importance of several types of pioneering advantage (economic, preemptive, technological, and behavioral advantages) to service managers. Specifically, we propose that all of these types of pioneering advantages are important to service managers, and that these managers perceive that pioneering results in improved firm performance. We also propose that, due to the distinguishing characteristics of services such as intangibility and heterogeneity, service managers will not perceive the risks of pioneering in a service industry to be severe. In addition, we propose that certain types of pioneering advantage will be more important to service managers in Western countries than in Asian Pacific countries due to cultural and business environmental differences. In particular, we propose that service managers from Western firms perceive preemptive advantages of pioneering to be more important than do their Asian Pacific counterparts, and service managers from Asian Pacific firms perceive behavioral advantages of pioneering to be more important than do their Western counterparts. To test our propositions empirically, we develop a set of pioneering principles from the literature. We then collect and analyze data from a sample of 982 senior managers in service industries from nine countries: the United States, the United Kingdom, Germany, Japan, China, Taiwan, Hong Kong,1 South Korea, and Singapore. We find evidence of several significant cross‐cultural differences consistent with our propositions. In fact, seven of the eight propositions are strongly or partially supported. The only nonsupported proposition concerned the importance of technological advantage. We find that technological advantages of pioneering are much less important to service managers than are other pioneering advantages. We conclude with strategic recommendations for managers involved in new service development and international or global competition, and provide directions for future research. We note that the insights from this study can help managers from both the West and the Asian Pacific region to better understand their global competitors who pursue a new service pioneering strategy, and can potentially help them select entry deterrence strategies more effectively.     

Participative management and its varying relevance in Hong Hong and Singapore

First, the process whereby developing countries become developed is discussed in terms of complexity, neutrality in social relations, and the achievement ethic. An examination of managerial attitudes in eight South-East Asian countries is followed by the results of a comparative study of manufacturing industry in Hong Kong and Singapore. It was concluded that in Singapore participation leads to higher productivity (r_s 0.71, p<0.05) but only because the context is mainly foreign. This relationship was not found in Hong Kong probably because Hong Kong enterprises remain non-bureaucratic, i.e. non-western. A more participative style of management requires radical changes in non-managers' expectations of their employers, as well as a significant increase in the extent to which superiors trust their subordinates. The evidence suggests that Asian managers (except those in Japan and, possibly, Singapore) favour an autocractic approach.Dr. S.G. Redding is Professor of Management Studies and Head of Department at the University of Hong Kong. Dr. S. Richardson formerly Head, Production & Industrial Engineering Department, Hong Kong Polytechnic is now in the School of Management, National University of Singapore.     

Networks, Transactions, and Resources: Hong Kong Trading Companies' Strategic Position in the China Market

The author draws on network perspective, transaction cost perspective and resource-based perspective to analyze Hong Kong trading companies' strategic position in Western manufacturers' exports into China. The study examines the strategic position at different stages of market entry and from the views of both manufacturers and trading companies. The discussion shows that under certain conditions Hong Kong trading companies will enjoy and maintain important position in the market.     

One country,two systems: contrasting approaches to telecommunications deregulation in Hong Kong China

Telecommunications deregulation strategies have been self-evidently different in Hong Kong and China due to differences existing in political and economic systems. This paper will provide an overview of contemporary trends in telecommunications deregulation in these two territories. Comparisons will be drawn between the two systems with regard to ownership, foreign direct investment, respective regulatory frameworks and the government’s perseverance in propelling deregulation. The study clearly indicates that the shared goal of deregulation can be reached at different rates by different routes (‘policy paths’) dependent on situational contingencies.     

Management practices of Taiwanese firms: As compared to those of American and Japanese subsidiaries in Taiwan

The management practices of local Taiwanese firms were evaluated by Negandhi in 1973 as the least developed as compared to those of the American and Japanese subsidiaries. Since then, the local Taiwanese firms have undergone a phenomenal change. In comparison to the American and Japanese subsidiaries, the current management practices — organisational structure, decision making and human resource management of the local Taiwanese firms are a mixture of those of the American and Japanese subsidiaries. The local Taiwanese firms have adapted very well to the impact of the West (the United States) and the East (Japan) and contributed greatly to the economic prosperity of Taiwan.The author wishes to thank the Council for Economic Planning and Development, Republic of China (Taiwan) for financial support.